Organizational change experts know that you must look at your company right side up and up side down to find and pinpoint which departments and operations can be improved, redesigned or changed. Technology is one of those areas that is absolutely essential to the perfect organization of every company. It affects all the important relationships internally with employees and externally with customers, suppliers, and investors.

Team Building with employees is always a major component of any company reshuffle, as is decision-making in the top echelons of the business. But with today’s technological advancements, one has to keep at the top of one’s technology game.

Leading organizational change can be hard. Most people prefer their comfort zone. Few people have a desire to invest in a new way of doing business or managing employees – especially when they believe that their current way is working for them (“if it ain’t broke don’t fix it”).

Consider this quote from Niccolo Machiavelli who was an Italian philosopher, diplomat, playwright and a civil servant in the Florentine government in Italy way back in the late 1400s:

As a manager, it is part of your job during times of workplace change to see the big picture. If you can communicate the vision that necessitates the change, you’ll go a long way toward motivating your team members to take responsibility for the specific tasks they need to accomplish during the period of change.

People envy leaders in the workplace. After all, they may make more money, have a better office, or have more control over what goes on in the workplace. But excellent leadership doesn’t just happen by accident. Leadership development can take years, and leadership duties include having superb communication skills, great decision-making skills, and the ability to see when team members need more information and then supplying it.

But there’s no leader out there who hasn’t made mistakes. The difference between a so-so leader and an excellent leader often comes down to resilience and a willingness to acknowledge mistakes. Team members’ respect for the “perfect” leader won’t last if that leader makes mistakes and refuses to admit them, learn from them, and move forward. But respect for a leader will increase if team members see a leader as talented, but human, and willing to learn from his or her mistakes.

When our work organizations undergo changes, it is easy to get lost in the details of the process and forget why we’re undergoing the changes in the first place. Someone – whether it’s the team’s leader, a manager, or a visionary who has been brought in from the outside – must help the team members remember the big picture. Remembering the vision and the reasons for the changes helps team members put aside some of their reluctance or outright fear of organizational change.

For a true paradigm shift to be effective, all team members need to be on board with the changes going on at work.